BookTitleToyota Tsusho 70-Year History

Summary

Toyota Tsusho 70-Year History

female employees in leadership roles to business schoolsoutside Japan to train to become managerial candidateswhile training female managerial candidates and femalereform leaders who can work within organizations topromote reforms. As part of this effort, Toyota Tsushoimplemented programs for practical career training,which aims to contribute to the organization as awhole by taking measures to improve productivity andoperational quality, and the TRY1 women’s program,through which the company hopes to foster femaleemployees with a broad perspective and outlook.3 Introduction of a New HRD SystemIn April 2017, Toyota Tsusho introduced a new humanresources development (HRD) system. The new systemabolished existing occupations and business positions,integrated job types, and established new job types.The change in system had three goals: (1) to expandopportunities to conduct activities unconstrained byconventional job types and other barriers, (2) to helpemployees maintain their sense of satisfaction in their jobby allowing them to work flexibly according to changesin their environment brought about by life events, and(3) to encourage each employee to think about how tocontribute to the organization and encourage further selfgrowth.The new system encourages all employees toexpand their opportunities to play an active role in theworkplace and aims to ensure that employees work with asense of satisfaction while achieving a work-life balancethat makes allowances for changes in life circumstances.4 Promotion of Workstyle Reform: TheIkiwaku ProjectToyota Tsusho has been implementing an on-siteworkstyle reform project aimed at rethinking traditionalstyles of working as the company focuses on achieving itsD&I goals. A trial version of the project was launched inselect groups and sections in 2014, with the roll out to allcompanies in the Toyota Tsusho Group starting in 2017.Rollout is expected to be complete by 2019. The IkiwakuProject aims to create a workplace where diverse humanresources work with energy and results are produced by ateam or workplace. Each workplace promotes activities tohelp employees think for themselves how they can helpthe organization achieve sustainable productivity basedon the rules of (1) discuss ideas with everyone; (2) acceptdifferent ways of thinking and values; and (3) work onconsensus building, collaboration, and cocreation.5 Introduction of a Telecommuting SystemIn March 2017, Toyota Tsusho introduced atelecommuting system for all employees. This systemexpands workstyle options for employees, making itpossible to deliver results on the job while also pursuingself-improvement, child or family care, or engaging inother activities. Through this system, employees canbalance their work and lifestyle needs. The system is alsoexpected to boost productivity by reducing the physicaland mental stress of commuting and promoting efficient,concentrated work at home.6 Global Human Resources DevelopmentAs Toyota Tsusho began expanding its businessactivities as a general trading company around theworld, it became vital for the company to find talent toadminister local operations and create new businessesbased on an understanding of local needs. In 2013, aspart of its efforts to develop and advance global humanresources, Toyota Tsusho launched the Global AdvancedLeadership Program (GALP) to nurture managementcandidates from among Toyota Tsusho employees andlocal associates. Then, in 2015 Toyota Tsusho revampedthe Leadership Development Program (LDP) for localassociates that had been running since fiscal 2008 tofocus on nurturing regional managerial staff with theability to see beyond their own countries and companies.Toyota Tsusho has also been fostering leaders capableof piloting innovations in each region through theInnovation-leader Incubation Institute (I.I.I.) and otheractivities.Section 3 Financial Strategies to Enhancing Corporate Value1 Strengthening the Company’s ProfitStructureToyota Tsusho understands that to enhance corporatevalue, it needs to have an appropriate financial strategy.This strategy involves conducting balance sheetmanagement with an awareness of the need to strengthencash flow management and improve capital efficiency.It also involves managing the investment cycle byaccumulating knowledge and experience internally andconducting repeated deliberations at each stage, frominvestment feasibly study to execution and follow-up.Toyota Tsusho works hard to maintain a sound financialfoundation and to strengthen its profit structure.180